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In the current higher education environment in Ghana, universities have directed their attention towards fulfilling their social obligations, which are referred to as University Social Responsibility (USR), to both their internal and external stakeholders. This study, driven by the Stakeholders Theory, examines the premise that affective commitment serves as a positive and substantial mediator in the relationship between USR and employee engagement. Therefore, this study investigates the impact of both internal and external corporate social responsibility (CSR) initiatives on the emotional commitment and level of involvement of employees in Ghanaian institutions. This study utilised the research onion framework to guide its methodology. It employed a cross-sectional survey design, based on the positivism paradigm and supported by the hypothetico-deductive model. The purpose was to test hypotheses and measure the relationships between user satisfaction and staff engagement, with affective commitment acting as a mediator. The study was conducted within the context of Ghanaian universities.  A two-stage stratified sampling method was utilised to choose 412 participants for the survey. The data collected via a 5-point Likert scale empirically validated questionnaire with Cronbach’s alpha coefficient (?) > 0.70 was adapted for the survey. The data collected were configured and subjected to Structural Equation Modelling for analysis at a significance level of p<.05 using the SMART pls software. This survey found that affective commitment is a statistically significant factor that directly explains and predicts the mediation effect of internal CSR on employee engagement (beta=0.217; t>1.96; p=0.000: p<0.05), and external CSR on employee engagement (beta=0.065; t>1.96; p=0.000: p<0.05) in Ghanaian universities enrolled in the survey. This study recommends that public and private universities in Ghana should foster a strong sense of commitment and loyalty among employees towards the organisation and its CSR efforts.

The effects of organizational culture, psychological safety, and perceived leadership integrity on employee voice in organizations are evaluated in this paper. Ten (10) companies in South Africa and Nigeria's financial, service, and manufacturing sectors served as the sample for this research. Intentionally, surveys were disseminated to 200 employees from five workplaces in Nigeria and 200 employees from five workplaces in South Africa. To test the investigation's hypotheses and collect data on participants' opinions on corporate culture, psychological safety, leadership integrity, and employee voice, 400 people were recruited. One hundred eighty-one (180) surveys were discovered in Nigeria, while one hundred eighty-three (183) surveys were found in South Africa. The data was collected and analyzed using SPSS version 29 (Statistical Packages for Social Sciences). According to this study, perceived leadership integrity positively and significantly impacts employee voice in South African and Nigerian organizations. It also showed how employee voice in South African and Nigerian organizations is favorably influenced considerably by perceived leadership integrity. Further, it demonstrated how perceived corporate culture favorably influences employee voice in South African and Nigerian organizations. Additionally, this study showed how employee voice in South Africa and Nigeria is positively impacted by perceived leadership integrity, psychological safety, and organizational culture.

Amid the dynamic manufacturing landscape of the modern world, innovation remains key in fostering competitiveness and growth. Whereas psychological safety has been proven to be an inducer of innovative work behaviour (IWB), fewer studies have probed the mechanism through which this is achieved, particularly in emerging economies. Addressing this literature gap, the current study examines the mediating effect of perceived organisational support (POS) between psychological safety and innovative work behaviour in a South African manufacturing company. We adopted a quantitative cross-sectional design, where data were collected from 423 employees with the help of reliable and validated measures. Data were analysed using STATA version 17, and all the respondents were collected with the help of a structured, closed-ended questionnaire. The results indicate that perceived organisational support plays a partial mediating role in the association of psychological safety with innovative work behaviour. In other words, perceived organisational support enhances the positive effect of psychological safety on employees' inclination to innovate, which highlights its strategic significance. This study contributes to the organisational behaviour field by unpacking the indirect role of POS in the safety–innovation relationship and offers practical implications for HR practitioners and leadership. Organisations are encouraged to create inclusive feedback systems, reward the contributions of employees, and infuse support mechanisms into workplace culture to release employee innovation and build adaptive capacity in competitive environments.

Workplace dynamics have significantly evolved, leading to increased discussions around psychological safety, quiet quitting, and employee resilience. Psychological safety fosters an environment where employees feel comfortable expressing ideas, taking risks, and seeking support without fear of negative consequences. However, the emergence of quiet quitting, where employees disengage emotionally while meeting only minimal job requirements, raises concerns about workplace motivation and commitment. This conceptual paper explores the interplay between psychological safety, quiet quitting, and employee resilience, proposing a framework for sustainable workplace engagement. Drawing on existing theories in organizational behavior and psychology, this paper examines how fostering psychological safety can mitigate quiet quitting and enhance resilience among employees. The study further highlights strategies for organizations to build adaptive work cultures that promote employee well-being, engagement, and long-term productivity.

Research on job satisfaction (JS) and work engagement (WE) has been conducted in the context of the South African public sector; however, there remains a gap in understanding the relationship between JS and WE within the offices of specific government departments. This study sought to investigate the correlation between work engagement and job satisfaction among administrative employees. The South African Government is viewed as a failed state because of its difficulties in delivering efficient and effective services to its citizens, which may undermine public trust in institutions. The study sought to ascertain that managers in a chosen government department recognise the correlation between job satisfaction and work engagement. A quantitative research approach employing a cross-sectional design was implemented, utilising two established questionnaires on job satisfaction and work engagement, which were distributed to administrative employees (n = 180) through Google Forms. Participants were selected using the snowball sampling method. The collected data underwent analysis through factor analysis. The data obtained from 180 respondents indicated a positive correlation between work engagement and job satisfaction. Management should prioritise the enhancement of work engagement, as it directly impacts job satisfaction and can lead to improvements in both employee and organisational performance. This alignment may improve employee motivation and the contributions employees make to the organisation. This study emphasises the significant correlation between employee engagement and job satisfaction, especially among administrative staff. This will assist the organisation in aligning its policies with employee expectations.

Relational leadership is a key antecedent of employee attitudes and rewards perceptions. However, empirical evidence linking its specific dimensions to compensation outcomes within South Africa’s context remains limited. Drawing on social exchange and equity theories, this study examines how specific relational leadership dimensions influence compensation perceptions. Data was collected from (N = 122) permanently employed personnel at a South African organisation, using a quantitative, cross-sectional design and validated self-report measures. The data was analysed by using Pearson correlations and multiple regression to predict employee compensation through relational leadership. The ethical component emerged as the most consistent and dominant predictor of employee compensation across all models. The empowering component showed significance in one model, but the dimensions usually linked to RLP, including inclusive, caring, and visionary components, had no statistically significant impact on reward outcomes. These findings highlight a critical distinction between behaviours that foster a supportive climate and those that validate the structural legitimacy of reward systems. The study concluded that in socio-economically complex environments like South Africa, employees prioritise ethical governance and fairness over interpersonal warmth when evaluating compensation. Consequently, organisations should prioritise ethical decision-making and transparent accountability in LDPs to enhance satisfaction and perceived equity.

Decent work has become an impetus behind business success and a critical factor for boosting job satisfaction and for alleviating deviant behaviour in the workplace. This study sought to examine the consequences of decent work perception on employee job satisfaction and workplace deviance among casual workers in Zimbabwe transport industry. The study adopted a qualitative research approach embedded in interpretivism paradigm and multiple case-study design. The findings revealed that casual employees experience indecent work characterized by unfair remuneration, job insecurity, and limited employee representation and limited time to rest which affects their overall satisfaction with work. Job dissatisfaction was also found to positively influence negative workplace deviance. An important implication of this study is the need for bus operator companies to understand the value of fostering decent work if they are to have satisfied employees who would be loyal to the organisation and contribute meaningfully to the organisation’s bottom-line. The study is expected to contribute to empirical evidence on the consequences of decent work on job satisfaction and workplace deviance and provide recommendations to human resource practitioners on the essence of addressing workplace deviance and boosting employee job satisfaction through upholding decent work standards in the workplace.

Employee retention remains a persistent challenge in the South African mining sector due to hazardous working conditions, complex labour relations, and heightened employee expectations. This study explores the influence of the psychological contract on employee retention in a mining organisation. A qualitative research design was adopted, and semi-structured interviews were conducted with 12 participants, comprising 8 employees and 4 managers. Thematic analysis revealed five dominant themes: employee wage demands, perceptions of organisational profitability, investor pressure, strike action, and retrenchment risks. Grounded in Social Exchange Theory and Equity Theory, the findings demonstrate that unmet expectations and perceived unfair treatment undermine trust, strain labour relations, and weaken employee commitment. The study concludes that transparent communication, fair treatment, and realistic management of expectations are essential for strengthening the psychological contract and improving employee retention in mining organisations.

Numerous studies have shown that colleges and departments at the University of Technology (UoT) are frequently overseen by mid-level management, who may not possess a thorough understanding of the potential effects of UoT choices on employee well-being in the workplace. Some of these leaders neglect employees by displaying autocratic or poisonous characteristics, instead than embodying ethical and effective leadership that fosters the principles of 'Spirit of Ubuntu' ethics. Thus, the research aimed to investigate the dynamics of subordinate leadership and employee interactions in the workplace for potential evidence of unethical leadership styles and behaviours at a University of Technology in South Africa. Quantitative data was obtained from 312 out of 420 employees, yielding a response rate of 74%. The inferential results substantiate the alternative hypothesis that lower-level leadership exhibits immoral tendencies in the workplace. Moreover, the findings of the hypothesis indicate that certain lower-level leaders may not consistently exemplify role modelling, transparency, and ethical behaviour. Furthermore, they may neglect to cultivate an environment that emphasises respect, trust, and equality among employees or sufficiently consider the ethical ramifications of UoT decisions. The research consequences indicate that certain lower-level executives lack mentorship, transparency, and ethical conduct. Consequently, certain lower-level leaders are reluctant to exhibit unusual dedication to resolving faculty or departmental issues. The study advocates for the introduction of annual anonymous assessments of subordinate leadership, which may reinforce the UoT’s principles of transparency, professionalism, fairness, responsibility, honesty, and integrity. These research findings may be utilised by other organisations investigating the correlation between lower-level leadership (Supervisors, Heads of Departments, etc.) and employees.

This integrative review explores the relationship between leadership styles, employee resilience, and well-being within modern organizational settings. Based on empirical and theoretical research published between 2015 and 2025, the study consolidates multidisciplinary insights to examine how different leadership approaches impact employee adaptability and psychological health. Leadership styles such as transformational, authentic, and servant leadership are increasingly acknowledged for their effectiveness in fostering resilience and supporting employee well-being, whereas transactional, authoritarian, and laissez-faire leadership tend to be associated with less favorable outcomes. The review integrates perspectives from Leader–Member Exchange (LMX) theory, Conservation of Resources (COR) theory, and the Job Demands–Resources (JD–R) model to provide a comprehensive understanding of how leadership behaviours function as organizational and psychological resources. Through thematic analysis of selected studies, resilience is identified as both a mediator and a moderator in the relationship between leadership and well-being, indicating that resilient employees are better equipped to manage workplace stressors and maintain engagement. Findings suggest that supportive leadership behaviours facilitate resource accumulation, enhance positive employee outcomes, and help mitigate the adverse effects of job demands. Conversely, ineffective leadership styles are linked to diminished trust, increased burnout, and lower organizational commitment. The review emphasizes the importance of developing resilience-focused leadership practices to support sustainable employee well-being and organizational success. It also recommends that organizations incorporate leadership development programs alongside resilience-building initiatives to strengthen psychological resources and adaptive capacities across all levels of the workforce. Future research should focus on longitudinal and cross-cultural studies to enhance understanding of these complex dynamics.